I was asked today to predict how the arts will be in 2011. The more I think about it, the more I realise the model I trust, believe in and want to use is the one which I used to use in software development. So this manifesto for Agile Arts (which will be developed further in 2011) is lifted almost word-for-word from the Manifesto for Agile Software Development:
Manifesto for Agile Arts
We are uncovering better ways of developing arts projects by doing it and helping others to do it.
Through this work we have come to value:
- Individuals and interactions over processes and tools
- Working projects over excessive administration
- Creative collaboration over contracts, conditions and criticism
- Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.
We follow these principles:
- Our highest priority is to satisfy our audiences through early and continuous delivery of valuable activity.
- Welcome changing requirements, even late in a project. Agile processes harness change for the good of artists and their audiences.
- Deliver activity and engagement with audiences frequently, from a couple of weeks to a couple of months.
- Creatives and those that commission them must work together daily throughout the project.
- Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
- The most efficient and effective method of conveying information to and within a development team is face-to-face conversation, but Twitter and other social media are a valuable support.
- Arts activity is the primary measure of progress.
- Agile processes promote sustainable development.
- The people commissioning and those creating should be able to maintain a constant pace indefinitely.
- Continuous attention to technical excellence and good design enhances agility.
- Simplicity – the art of maximizing the amount of work not done – is essential.
- The best arts projects emerge from self-organising teams.
- At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.